Clinical Manager - Psychotherapy

Description

Where you practice shapes who you become as a clinician, and the same is true of where you first learn to steward clinical systems. We're hiring a clinical manager to lead a single Lorenz site that houses both an outpatient psychotherapy practice and an intensive outpatient program (IOP) as one integrated clinical team.

Lorenz Clinic is a training institute with a longstanding clinical practice, and we engage in Reflective Practice at scale The disciplines that make someone excellent in the therapy room — attunement, containment, clear boundaries, fidelity to the work — are the same ones this role asks for at the level of a whole site. The work is genuinely demanding. It's also one of the few clinical-leadership seats in Minnesota built to form the person in it, with real structure around you as you grow into it.

• Carry an individual, couples, family, or group clinical caseload — roughly half your week, enough to keep your clinical judgment current and your standing with the team real.
• Support a team of licensed clinicians
• Supervise pre-licensed clinicians — clinical and administrative supervision for supervises, held within a structure that supports you rather than leaving you to improvise it.
• Lead the site's reflective team space — the standing meeting where the team thinks together about the actual clinical work. You hold this as something distinct from your authority over schedules and performance, and we'll help you learn to hold both at once.
• Anchor the IOP clinically — group quality, the debrief the program depends on, family work, and the referral-and-screening rhythm that keeps it healthy.
• Protect the integrity of the care — in who delivers it, how groups are run, and whether family work actually happens when census pressure and fatigue pull toward something thinner.
• Hold the operational floor — appraisals, scheduling, coverage, performance, prior authorizations, and compliance with documentation standards, payer requirements, board rules, and the APA Code of Ethics.

We treat the system, not just symptoms. We locate a presenting problem in its relational and developmental context — the family, the history, the patterns that hold it in place — rather than treating behavior as a flaw inside an individual. The therapeutic relationship, and the work with the family, are the instruments of change.

Our IOP runs on that same logic. It isn't higher-frequency symptom management; it offers a corrective interpersonal experience in the group and treats the family system the symptom lives in. Holding that model steady — especially under pressure — is a real part of what this role protects.

Most behavioral health clinics in this region are owned by private equity, medical systems, or insurance companies. Not us. Lorenz is owned and governed by psychotherapists, which is why we can organize the work around the depth of the care and the development of the people doing it, rather than around throughput. The clinician here is someone we support, not a unit we utilize.

We have built our culture and clinical operating model around a mentalization-based approach to clinical work. Every clinical team here meets in a standing, protected space whose only task is to think together about the real emotional substance of the work — what's happening between people in the room, what a hard case is stirring up, what the team is carrying but hasn't said.

It isn't case review or a vent session; it's the discipline of holding difficulty long enough to understand it rather than react to it, and it runs at every level, from a trainee's first group up through how managers themselves are supported. The premise is simple and demanding: clinicians can only offer clients the steady, thinking presence they've experienced themselves.

So we hold our people the way we ask them to hold their clients — reliably, without being thrown by what's hard, with honest repair when we get it wrong. For the team, that means a culture where it's safe to bring uncertainty and a mistake is data about the system, not a verdict. For the manager, it means the core skill of the role isn't…